These wildlife mounts were the gifts of Mrs. McCaffrey, the widow of Ronald E. McCaffrey. Ron was an avid outdoorsman and hunter. Six years ago, he passed away. Because he and his wife had no children, Mrs. McCaffrey donated land and money to construct and maintain a nature center.

Mrs. McCaffrey had contacted you about a new nature center. Actually, it was a stretch to even call the old building a nature center, as it was hardly big enough to hold any exhibits and it was crowded with more than 10 people. On your first visit to the McCaffrey mansion to discuss the possibility of a gift, you noticed a few wildlife mounts and mentioned them to Mrs. McCaffrey. "Oh my," she explained, “Ronnie was so proud of these. And this isn't even half of them. There are twice as many in other rooms. They are important to me because I know what they meant to Ronnie."

Over the next 6 months an agreement was reached. The McCaffrey estate would donate $5 million and 50 acres of land for the nature center. It would be operated by your organization, and because Mrs. McCaffrey had known and trusted you from the start, you would continue as director. There was to be a plaque recognizing the donation and the McCaffreys' lifelong commit ment to outdoor conservation. Early on Mrs. McCaffrey stated that she would like to have several of the wildlife mounts in the new building for people to view. You recalled telling her that it would be impossible to display all of them. She had responded, "Well honey, I'm sure you could at least save one wall for them. Couldn't you?"

"Yes," you agreed, "we can put several of them up in a prominent place when we get the center built."

She went on to say that her husband had been especially proud of sev eral of the larger head mounts as they were in record books, and she would like to see them displayed. You had thought at the time that it was a mixed blessing. The heads might be a hassle to maintain but they did have some educational value and they were part of a deal that would benefit the entire community. There was certainly no other way a new nature center was going to happen.

The first 2 years of operation came off without a flaw, but there had been an increasing number of complaints about the mounts over the past year. Last week a family had stopped by the center and looked at the displays of animal tracks, discarded antlers, snake skins, and tree identifications. The mother and father complimented you on the nature center but asked about the appropriateness of displaying the heads of deer, elk, and other animals. You explained the educational value of the animal mounts. "Well, it just seems so contradictory to what the center is all about," the father answered. “How can you talk about caring for nature and educating people and then have a wall full of the heads of dead animals?"

Consequence-Based Questions

• What are the consequences of displaying or not displaying the mounts

(long- and short-term)?

• Who will benefit and who will suffer if the mounts are displayed (long

and short-term)?

Rule-Based Questions

• To whom do you owe an obligation in this situation?

• What are you required by law to do? ?

• What are you prohibited by law from doing?

• What are the expectations for directors of nature centers?

Virtue-Based Questions

• What virtues are relevant in this situation?

• How have you acted in a situation similar to this one? What did you

learn from that experience?

• What would the most ethical person you know (e.g., professional mentor,

community leader, religious leader) do in a similar situation? Final Questions

• What ethical theories are relevant in this situation?

Step 1

Picture yourself as a Senior Product Manager in your favorite industry.

• This could be high-tech, financial services, consumer products, electronics, automobiles, restaurants, food services, etc.
• Choose an industry with which you are familiar.
• Sit quietly and brainstorm with yourself about a possible new product idea.
• This does not have to be completely original. It could be as simple as a new flavor of ice cream, a new feature on a hair dryer or a new color iPhone/iPad.

Step 2

Create a post describing your new product idea.

• Be as specific as possible and provide as much detail as you can so that other's reading your post can understand your idea in sufficient detail so as to comment on it. Be sure to state who the product idea is targeted to, that is, who you expect to buy it.
• How will the new product compare and compete with similar, currently available products? How can labeling and package design help?
• Consider the labeling for the new product idea. What restrictions and legal requirements have to be fulfilled?
• Consider the packaging for the new product ideas. If applicable, what sizes will be available? How will the packaging help the product to stand out? How will the packaging help prevent or deter theft?
• Feel free to attach images to your post, or include links to similar products that might have similar characteristics to the new one you are developing.

The Supermarket Store is about to place an order for Halloween candy. One best-selling brand of candy can be purchased at $2.40 per box and usually is sold for $6 per box before and up to Halloween. After Halloween, all the remaining candy can be marked down and sold for $1.00 per box. Assume that the loss in goodwill “cost” stemming from customers whose demand is not satisfied is $0.30. Demand for the candy at the regular price is a random variable with the following discrete probability distribution:

i. Eliminate the possibility of have any leftover candy at the end of the selling season by ordering 80 boxes;

ii. Eliminate the possibility of not losing any sales through inadequate stock by ordering 120 boxes.

^For each of the above options, you are required to estimate the expected (end-of-season) profits for the supermarket store.

b. If the store manager’s objective is to obtain the maximum end-of-season expected profit for the store, what would be:

• the optimal order quantity (Q*); and

• the corresponding expected profit?

**Please show work

During the term, you will be asked to prepare a sales proposal plan. A detailed explanation of how to complete the project will be provided in Blackboard. Students are encouraged to draw upon their own organizations products and services to develop a sales presentation proposal. Your choice of product / service must be submitted to the instructor on or before the April 3rd class night for approval. On the last night of class, each student will present their written sales proposal to the class using a brief PowerPoint presentation.

The written sales proposal plan should contain the information as described in the attachment in order to make the needed presentation to a potential buyer / customer using the SELL sequence. Charts, graphs, financial data (demonstration proof), collateral materials (catalogues) and promotional materials can and should be included in your presentation (PowerPoint). Here is your chance to participate in a real world selling experience. This is not a game but a chance to see if you’ve got what it takes to be innovative, organized, research savvy, creative and implement classic selling strategies.

It is PowerPoint presentation based on selling LIC policy to customer, thank you  

(In this just prepare PowerPoint presentation based on selling LIC policy based on questions asked above)

Explain the importance of collaboration and information sharing for businesses.

Explain what a “smart” product is, and use an example.

How do smart products increase rivalry among firms?

Discuss the relationship between creativity and innovation. Is it possible to innovate without creativity? Is it possible to be creative without innovating? Defend your position thoroughly.

In what ways will a matrix structure encourage collaboration and communication within an organization more than a functional structure or a divisional structure. Explain your reasoning.

.......

Answer the following question in a minimum of two paragraphs

An independent agency is governed by a board of commissioners, one of whom is the chair. The president appoints the commissioners of independent agencies with the advice and consent of the Senate, but they serve fixed terms and cannot be removed except for cause. Identify an independent agency (FTC, EPA, GAO, SEC, etc.) and justify why the president, in light of existing powers, should have greater authority to manage the federal government.

You should have at a substantial responses 6 to 7 sentences at minimum that addresses the issue of the president’s authority to manage the federal government.

Need to have an understanding of the question below.

Write 2 paragraphs about an advertisement that illustrates the need for power?

Toolkit Exercise 10.3

Application of Simon’s Control Systems Model

Consider a change you are familiar with (higher education change).

1.      Describe the control processes and measures that were used with the change (i.e., the belief, interactive, boundary, and diagnostic controls). When and how were they used and what was their impact?

      a.    During the earlier stages of the change initiative

      b.    During the middle stages of the change initiative

      c.    During the latter stages of the change initiative

2.      Were there forbidden topics in the organization, such as questions related to strategy or core values? Were those limits appropriate and did anyone test those limits by raising controversial questions or concerns? Were small successes celebrated along the way?

3.      What changes could have been made with the control processes and measures that would have assisted in advancing the interests of the change?

Identify possible challenge stressors and the hindrance stressors that could be affecting your team members. Is it possible for the same stressor to be a challenge stressor to one person and a hindrance stressor to another? Explain your answer, please.

Is the evaluation and control process adequate for a company that emphasizes creativity? Are control and creativity compatible?

You've come to the time of year to evaluate your employees. One of your employees, George, is somewhat difficult to evaluate. He seemingly performs his job well and accomplishes everything you assign him. He is also active in organizing the company bowling league and everyone seems to like him as a co-worker because he is very likable. However, he does spend quite a bit of time each day wandering the offices talking about other people's business behind their backs. As his manager, what specific aspects of work performance would you discuss in George's performance evaluation? What aspect of this performance is particularly good for the organization and why?

Wells Fargo and Moral Emotions

On September 8, 2016, Wells Fargo, one of the nation’s oldest and largest banks, admitted in a settlement with regulators that it had created as many as two million accounts for customers without their permission. This was fraud, pure and simple. It seems to have been caused by a culture in the bank that made unreasonable demands upon employees. Wells Fargo agreed to pay $185 million in fines and penalties.

Employees had been urged to “cross-sell.” If a customer had one type of account with Wells Fargo, then top brass reasoned, they should have several. Employees were strongly incentivized, through both positive and negative means, to sell as many different types of accounts to customers as possible. “Eight is great” was a motto. But does the average person need eight financial products from a single bank? As things developed, when employees were unable to make such sales, they just made the accounts up and charged customers whether they had approved the accounts or not. The employees used customers’ personal identification numbers without their knowledge to enroll them in various products without their knowledge. Victims were frequently elderly or Spanish speakers.

Matthew Castro, whose father was born in Colombia, felt so bad about pushing sham accounts onto Latino customers than he tried to lessen his guilt by doing volunteer work. Other employees were quoted as saying “it’s beyond embarrassing to admit I am a current employee these days.”

Still other employees were moved to call company hotlines or otherwise blow the whistle, but they were simply ignored or oftentimes punished, frequently by being fired. One employee who sued to challenge retaliation against him was “uncomfortable” and “unsettled” by the practices he saw around him, which prompted him to speak out. “This is a fraud, I cannot be a part of that,” the whistleblower said.

Early prognostications were that CEO John Stumpf would not lose his job over the fiasco. However, as time went on and investigations continued, the forms and amount of wrongdoing seemed to grow and grow. Evidence surfaced that the bank improperly changed the terms of mortgage loans, signed customers up for unauthorized life insurance policies, overcharged small businesses for credit-card processing, and on and on.

In September of 2016, CEO Stumpf appeared before Congress and was savaged by Senators and Representatives of both parties, notwithstanding his agreement to forfeit $41 million in pay. The members of Congress denounced Wells Fargo’s actions as “theft,” “a criminal enterprise,” and an “outrage.” Stumpf simultaneously took “full responsibility,” yet blamed the fraud on ethical lapses of low-level bankers and tellers. He had, he said, led the company with courage. Nonetheless, by October of 2016 Stumpf had been forced into retirement and replaced by Tim Sloan.

Over the next several months, more and more allegations of wrongdoing arose. The bank had illegally repossessed cars from military veterans. It had modified mortgages without customer authorization. It had charged 570,000 customers for auto insurance they did not need. It had ripped off small businesses by charging excessive credit card fees. The total number of fake accounts rose from two million to 3.5 million. The bank also wrongly fined 110,000 mortgage clients for missing a deadline even though the party at fault for the delay was Wells Fargo itself.

At its April 2017 annual shareholders meeting, the firm faced levels of dissent that a Georgetown business school professor, Sandeep Dahiya, called “highly unusual.”

By September, 2017, Wells Fargo had paid $414 million in refunds and settlements and incurred hundreds of millions more in attorneys’ and other fees. This included $108 million paid to the Department of Veterans Affairs for having overcharged military veterans on mortgage refinancing.

In October 2017, new Wells Fargo CEO Tim Sloan was told by Massachusetts Senator Elizabeth Warren, a Democrat, that he should be fired: “You enabled this fake-account scandal. You got rich off it, and then you tried to cover it up.” Republicans were equally harsh. Senator John Kennedy Texas said: “I’m not against big. With all due respect, I’m against dumb.”

Sloan was still CEO when the company had its annual shareholders meeting in April 2018. Shareholder and protestors were both extremely angry with Wells Fargo. By then, the bank had paid an additional $1 billion fine for abuses in mortgage and auto lending. And, in an unprecedented move, the Federal Reserve Board had ordered the bank to cap its asset growth. Disgust with Wells Fargo’s practices caused the American Federation of Teachers, to cut ties with the bank. Some whistleblowers resisted early attempts at quiet settlements with the bank, holding out for a public admission of wrongdoing.

In May 2018, yet another shoe dropped. Wells Fargo’s share price dropped on news that the bank’s employees improperly altered documents of its corporate customers in an attempt to comply with regulatory directions related to money laundering rules.

Ultimately, Wells Fargo removed its cross-selling sales incentives. CEO Sloan, having been informed that lower level employees were suffering stress, panic attacks, and other symptoms apologized for the fact that management initially blamed them for the results of the toxic corporate culture, admitting that cultural weaknesses had caused a major morale problem.

Questions:

1. What moral emotions seem to have been at play in this case? On the part of the bank’s employees? The bank’s victims? The bank’s regulators? The bank’s shareholders?

2. What factors contributed particularly to the outrage and anger that legislators, regulators, customers, and shareholders felt?

3. Clearly inner-directed emotions such as guilt and embarrassment affected the actions of Wells Fargo employees. Were they always sufficient to overcome the employees’ utilitarian calculation: “I need this job”?

4. Did moral emotions motivate some of the whistleblowers? How?

5. In the wake of everything described in the case study, Wells Fargo has fired many employees, clawed back bonuses from executives, replaced many of its directors, dismantled its sales incentive system and made other changes. Do you think these changes were made out of a utilitarian calculation designed to avoid further monetary penalties, a desire to avoid the shame and embarrassment the bank’s managers and employees were feeling, or a combination of both? If a combination, which do you think played a bigger role? Why?